MOTIVATION

In the grasslands, somewhere on the African continent, success can be defined

in terms of life and death, Survival is a strong motivator.

Here’s a short story …

When the light comes in the Eastern sky and you sense that the sun will soon
steal the comfort and security of the night, the gazelle starts to stir. He knows
that if, during this day, he does not run faster than the fastest cheetah, he may
be caught and then he will be killed.

Not far away, the cheetah stretches out this powerful muscles and thinks of the
day ahead, He knows that if he does not run faster than the slowest gazelle, he
will surely starve.
 The moral of this story …

It doesn’t matter whether you are a gazelle or a cheetah

…when the sun is up …… you had better be

running.
What Is Motivation?

Direction

Intensity Persistence

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 Motivation

 The process that account for an individuals intensity, direction and

persistence of effort towards attaining a goal.

 Motivation represents the forces acting on or within a person that cause

the person to behave in a specific ,goal directed manner

 Motivation is the set of forces that lead people to behave in particular ways

 Motivation is a process that starts with physiological need that activates a

behaviour that is aimed at a goal or incentive

 Self - Reflection

Can you list motivational techniques that have been used on you in
various settings and discuss how effective each technique was.

Exercise
Factors affecting Motivation
Maslow’s Hierarchy of Needs

https://hbr.org/2014/07/make-sure-your-employees-emotional-needs-are-met
 Little Ambition

Theory X Dislike Work

Workers
Avoid Responsibility

Self-Directed

Theory Y
Enjoy Work
Workers
Accept Responsibility
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Herzberg’s Two-Factor Theory

Hygiene Factors Motivational Factors

• Quality of supervision • Career Advancement
• Rate of pay • Personal growth
• Company policies
• Working conditions • Recognition
• Relations with others • Responsibility
• Job security • Achievement

High Job Dissatisfaction 0 Job Satisfaction High

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 Needs Theories - Herzberg

• Frederick Herzberg provided a two-factor approach.

 He suggested that the factors that produce job
satisfaction or motivation are different from the factors
that lead to dissatisfaction.
 The satisfaction of lower-level needs, which he called
hygiene or extrinsic factors, does not lead to motivation;
it only leads to the absence of dissatisfaction.
 Motivating or intrinsic factors, on the other hand, are
those associated with the nature of the work itself—
achievement, recognition, challenging work,
responsibility, and growth.
Return to self-assessment done
earlier in the class
 Need for The Theory
Achievement
(nAch) of Needs

Need for
Power
(nPow)

Need for David

Affiliation McClelland
(nAff)

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Contemporary theory
Goal-Setting Theory

Focuses on how individuals set goals and respond to

them and the overall impact of this process on motivation
Specific areas given attention in this theory:

Level of participation in goal setting

Goal difficulty
Goal specificity
Importance of objective
Timely feedback to progress toward goals

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 SMART Goals

SPECI IM ELY
F IC T

L E RE
B AS
E A ACHIEVEABLE O
R NA
S U BL
E A E
M
 The Equity Theory of Motivation
 Focuses on the desire to be treated with equity and to avoid
perceived inequity
 Equity is a perceptual belief that one is being treated fairly in
relation to others
 Inequity is a perceptual belief that one is being treated unfairly
in relation to others
 Equity theory suggests that people make choices based on their
assessments of particular situations before exerting effort to
achieve organizational goals.

 The Equity Comparison

Outcomes (self) Outcomes (other)

compared with
Inputs (self) Inputs (other)
Equity Theory
Responses to Perceptions of Equity and Inequity
How equity sensitive are you?

Do you want to find out?

If yes, give me a loud shout out

for YES…..
Application of Motivation on Employee
Performance
 Motivation and Employee
Performance
 Using Theories of Motivation
 No single theory explains motivation—each theory
covers only some factors that motivate behavior
 More than one theory or method can be used to
enhance performance in an organization
 Each theory or method must be tied to specific need
or process and translated into operational terms that
foster enhanced performance
Work Design in Organizations

 The Job Characteristics Theory

 Critical psychological states of workers
1. Experienced meaningfulness of the work
2. Experienced responsibility for work outcomes
3. Knowledge of results
 Motivational properties of tasks
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
The Job Characteristics Theory
 MOTIVATION IN PRACTICE – Redesign jobs.
jobs

Job Rotation – To overcome overroutinzation of work. Cross – Training.

Periodic shifting of employee from one task.

Job enlargement - means increasing the scope of the job. Could be

increasing the workload (job loading) more of the same.

Expanding jobs horizontally

Job enrichment - increasing the amount of responsibilities workers have.

Giving workers a range of responsibilities and tasks, a complete unit of

work, responsibility for quality and self-checking and opportunity to show

their responsibility.
Job Enrichment

 Combine Task
 Form natural work units
 Establish client relationships
 Expand jobs vertically
 Open feedback channels
Team working - the attempt to maximize worker satisfaction by

organizing employees into teams. Characteristics of teams might

include multi-skilling, self-checking, autonomous worker groups

(Kaizen, quality).

Empowerment - gives workers the authority to carry out the task, how

the want to carry that task out and what the task should be. By

empowering workers they are given more control over their working

lives and greater responsibility. This method involves delegating power

away, it is therefore not such a good idea if control is important

Alternative work arrangements

 Flexi time
 Job sharing
 Telecomuting
Employee Involvement

 Participative process that uses inputs of employees to increase

their commitment to the organization success.
 EI Programs:
1. Participative Management
2. Representative Participation
3. Quality Circles
Rewarding Employees

 What to pay – Establishing a pay structure

How to pay – Rewarding Individuals
Variable pay programs
1. Piece Rate Pay
2. Merit Based pay
3. Bonuses
4. Skill based pay
5. Profit sharing plans
6. Employee stock ownership plan ( ESOP’s)
 Application for Managers
 Be self-reflective and proactive about your own motivation
 Be aware what motivates you need not motivate others
 Have realistic expectation about the extent to which you can
influence the motivation of others
 Participate in setting clear and challenging goal
 Think about the salience of various rewards
 Treat employees fairly irrespective of their background
 Think about the life stages of the people you work with
 Keep in mind the importance of trust and engagement
Question

 Recognition may be motivational for the moment but it

doesn’t have any staying power. Its an empty reinforcer.
Why? Because when you go to a grocery store, they don’t
take recognition as a form of payment!.
 Do you agree or disagree?
 Role play activity

 Think of a situation at work or college that caused your assumed

character to feel stressed or tensed about.
 Enact the situation
 Now, in continuation, as a group create a motivational technique of
your own taking insights with what was covered in the class today.
 Then, try the techniques out on the assumed character to solve the
issue and draw conclusion.
 Then, have students discuss the difficulty involved in the task.
 Discuss the learning outcomes.